“Programme for the Austrian Federal Government”, January 2007:
“Every authority must define standards for transactions, whereby speed, reduction in processing time, and quality of service as determined through the application of quality standards, are important criteria. The one-stop shop principle shall also be developed further.
Efficiency, customer orientation and prompt safeguarding of legal security are the most important criteria for a modern system of administration.”
We have a CAF action plan and a strategic document for quality and benchmarking.
We would like to disseminate the quality in all the administration at all level (federal, regional, local).
We compare the administration on the absence, personnel enquiry, customer enquiry, …on federal level.
They were impact for all citizens in Belgium. For exemple, every customer knows who is dealing with his file. He has the name, the telephone of the person.
We motive all the decision of the administration.
We have an ombudsman on federal level and in some administration. Every administration can describe his service on a charter. They can organise customer and personnel enquiries.
We are going to develop one stop shop administration at federal level and the complain procedure.
Many agency of the social security has developed new tools.
The unemployment office has developed the productivity measurement and enhancement system of R.D. Pritchard to improve the control system of the unemployment people. They have put different action in place to motivate the personnel. They have a BSC, tables to manage the organisation. They have a change management unit.
The accident office has performance indicator to manage the institution.
The pension unit has scanned all the files to reduce the place of archives.
The QM Strategy is a part of the main strategic documents in the country, but there is not a self-dependent such. It was included in the Strategy for Modernisation of the Public Administration, The National Reform Programme, the priorities of the MSAAR.
The Strategic Framework is mostly related to the policy of the Ministry – steps to be undertaken at central level.
The MSAAR prepares the strategic documents concerning the general policy in the country. In the process of preparation all stakeholders take part (working groups, workshops, opinions). Most of the document pass through the CoM (Council of Ministers) approval.
The Ministry of SAAR monitor the implementation of the strategic documents in the area of public administration reform (including quality management). The Ministry maintains 2 internet based systems where all administrations provide information on annual base. There is also Inspectorate to the Ministers which makes on the spot checks for the implementation of the legal requirements (“one-stop shop, Client Charter, feed back system, customer satisfaction).
Report on the State of the Administration is prepared by the MSAAR in March each year. The reports pass through the approval of the CoM and the National Assembly.
Our policy is to promote efficiency, effectiveness and quality policies in public administration. To this end, three initiatives have been undertaken; the promotion of CAF, the networking of organisations that implemented CAF in an effort to increase awareness of QM issues and practices in public organisations and the development of an employee performance management system which will assess behaviours, measure performance against pre determined targets and give special emphasis on the development of employees. We also, consider other tools/ measures like for example the possibility of using the Balance Scorecard method as a framework of managing quality in public organisations.
Strategic Plan 2007-2013 on Public Administration initiatives/ issues - prepared by the PAPD
The Annual report of Ministry of Finance
The Annual report of Audit Office
At this point our QM strategy is a self-dependent strategy, but eventually will become a part of a broader strategy. The aim is to incorporate QM strategy into the strategy and content of the programme of the newly-elected government.
Strategic documents on QM are prepared mostly by the PAPD and the Ministry of Finance. Regarding CAF, for example, all initiatives are undertaken by the PAPD which has the responsibility of presenting the model, its value and benefits to all organisations that show interest in its implementation. Also, the PAPD assists and provides support to organisations, when deemed necessary, during the implementation of the model. Following its implementation, organisations report to PAPD regarding their results, experiences and the progress made in relation to the implementation of their action plan. Moreover, the PAPD organises one-day networking events of the CAF users, twice a year, where they have the opportunity to discuss the key issues and problems they faced and the way they managed to overcome them as well as the ingredients of its successful implementation.
National Reform Programme of the Czech Republic 2005 – 2008
Concept of Public Administration Reform, 1999
Public Service Availability and Quality Support Strategy, 2004
Strategy Effective Public Administration and Friendly Public Services (Implementation of Smart Administration Strategy in 2007 – 2015).
Czech National Quality Policy (2000) – will be updated in 2008
The National Modernisation Programme is the primary strategy for development and quality improvement in the public sector in Denmark. Link: www.modernisering.dk. As a part of the modernisation programme is a strategy of digitalization, a forum for top executive management, a strategy for organisation and conducting in the public sector, a deregulation programme, a strategy for a more efficient public sector, and a quality development strategy.
In 2007 the Quality Reform was proposed by the government. This reform is a grand plan for the development and quality of the public sector. Today, there have been agreements between the political parties and the labour unions concerning the majority of the initiatives in the reform. Link: http://www.kvalitetsreform.dk/.
Estonian government has not adopted any specific strategy or policy on the use of quality management in the public sector.
However we can say that some ideas of the quality management have been put in some other documents. For example in the regulation concerning the annual reporting of the state agencies there is an obligation of the agencies to report about the activities for the improvement of the management of the agency and the quality.
A Quality Strategy for Public Sector was made almost ten years ago (see attachment
This happens in Finland on the individual organisational level. In some administrative fields this is initiated top down through performance management where quality targets are set for organisations as well as targets to implement QM to find for instance development goals for the coming year.
Quality management strategy is part of the State reform policy, which is implemented through the General Review of Public Policies (RGPP : revision générale des politiques publiques). (See www.rgpp.modernisation.gouv.fr).
Organisation is as follows
The Council for modernisation of public policies (Conseil de modernisation des politiques publiques) is the highest decision body. It gives the general orientation and validates the decisions. It is composed of the government and the members of the follow up committee, and chaired by the President of Republic.
The follow up Committee (Comité de suivi) examines the results and recommendations of the studies, and makes proposals of decisions for reforms.
The Ministry of budget, public accounts and civil service supports other ministries in their transformation strategy:
The Directorate general for state modernisation is in charge of the overall monitoring and provides the ministries with methodological support.
The Directorate for Budget evaluates the economic impact of the reforms, and elaborates the budget forcasts.
The Directorate general for civil service provides support regarding the HR issues.
Each ministry is responsible for steering and implementing the reforms in its own department.
Government Program „ Slender State“, the political initiative “activating state (Aktivierender Staat) ” Future – orientated Administration, E-Government 2.0 , Reduction of bureaucracy, IDEMA (The International Disk Drive Equipment and Material))
Implementation program to the Government Program in 2007 and 2008
The adoption and implementation of QM-management-Instruments take place in the responsibility of the Administration of the Federal State. The assistance from the CAF-Centre is a part of the overall Strategy.
The Directorate of Quality and Efficiency of the General Secretariat of Public Administration and E-Government of the Ministry of Interior promotes efficiency, effectiveness and quality policies in public administration.
The Directorate of Quality and Efficiency has launched two major initiatives aiming at transforming the way Greek public organizations operate; the establishment of an integrated system of performance management and the introduction of quality tools and policies and particularly the implementation of CAF by public organizations.
In order to facilitate the dissemination and the use of CAF in a concrete and a consistent manner the Directorate of Quality and Efficiency has undertaken 5 major actions aiming at informing public organizations, training public organizations’ personnel, providing support to CAF users, identifying and rewarding best practices/cases.
New Hungary Development Plan
E-government Strategy and Action Plan
Quality law preparation programme
Programme for the transformation of institutional systems of budgetary organisations and supervising of the public activities.
See detailed description (last chapter)
The QCS Initiative is part of the wider Public Service Modernisation Programme.
The Guiding Principles of Quality Customer Service were published in 1997 and again, following expansion from 9 to 12 principles, in 2000.
Customer Charter initiative in December 2002
‘Customer Charters - Guidelines for Preparation’, 2004
The Italian quality management strategy has been defined with the Minister of Public Administration directive issued in 2006 which states the relevance of:
definition of a National Plan supporting administrations.
This strategy is part of a wider trajectory of change stated with the Government’s Program and the following acts (memorandums of agreements, etc.). It gives continuity to actions and projects already in place including the following:
The Cantieri Programme: for innovation in public administration(from 2002 to 2007)
A programme of the Department of Public Administration unifying several innovation projects and aimed at supporting PAs in implementing innovation and modernization processes through know-how production and diffusion; staff development; training. Among its results the definition of a methodology for carrying out customer satisfaction initiatives, its experimentation in one hundred administrations and the preparation of the Directive on the measurement of perceived quality (http://www.canitieripa.it/ www.magellanopa.gov.it).
National E-government Plan(since 2000)
The national e-government plan has been based on a partnership between central and local governments. It has been implemented through innovative financing methods consisting in the co-financing by the Government of locally developed projects, on calls for projects encouraging re-use and e-democracy. In the framework of this Plan the Directive for online services quality has been prepared (http://www.cnipa.it e www.crcitalia.it).
National Plan for Quality(2007-2010)
It is the action plan that will implement the Directive for quality in PAs (called “Per una PA di qualità” and issued in 2006). The main features of the quality policy include (www.qualitapa.gov.it):
Coherency with the EU indications
Connection to an action plan for its implementation
Strong attention to some key sectors (Justice and Education)
Emphasis on stakeholder participation
Partnerships with the regional governments.
See detailed description / last chapter
It is important to mention, that Lithuania doesn’t has QM strategy, but the statements about QM in PA are defined in the Strategy for Public Administration Development until 2010.
National Plan for Quality Promotion, new version adopted by the government council on 26/01/2007 (ministerial department for economics and foreign trade);
Administrative Reform Action Plan (Ministry for civil services and administrative reform) for central public administration, adopted by Government Council on 11/5/2007.
Electronic governance Master Plan (Ministry for civil services and administrative reform)
The documents are prepared by the ministerial departments in charge of the quality areas, i.e. the department for economic affairs and foreign trade for the National Plan for Quality Promotion, the department for civil service and administrative reform for the EGovernance Master Plan and the Administrative Reform Action plan.
Reporting of the National Plan for Quality Promotion: National Council for Accreditation, Certification and Quality promotion -> Government Council
Electronic Governance and Administrative reform: reporting to the State Modernization Committee chaired by the Minister for civil service and administrative reform - > Government Council
Quality Service Charter Handbook, published in the year 2000.
OPM Circular 7/2006 Annex III (service standards applicable to all ministries and departments).
QM Strategic documents are developed centrally and act as a reference point to entities interested in furthering their quality systems.
The system provides for both internal and external monitoring exercises with reference to quality systems, such as Quality Service Charter audits and Service Standard Annual Reviews.
See detailed description / last chapter
The strategy for public administration has been developed in National Reform Program 2005-2008 for implementation of Lisbon Strategy, Regulation Reform Program and Anticorruption Strategy – II stage 2005-2009 and mainly in National Strategic Reference Framework 2007-2013 (National Cohesion Strategy) developed in reference to the structural funds.
See detailed description (last chapter).
Portugal strategy for promoting quality management in PA it’s not so well structured:
- There are overall concerns on this matter, related to a much wider strategy of public reforms, administrative modernisation and simplification measures, improvement of management of human and financial resources, efficient performance of public services, e-government, etc.
In this sense we can say that ongoing administrative modernisation strategy include the quality aspects.
The “actors” of the so called quality strategy lacks stability. There was some rotation of competences between different responsible services, and nowadays these competences are divided (see first part with the history).
- Quality System of Public Services lack specific regulation, and this is crucial to implement a structured strategy for quality in PA.
Strategic documents elaborated by Romanian Government are:
1. National Reform Program 2007-2010 coordinated by European Affairs Department (subordinated to the Prime-minister office)
http://www.gov.ro/obiective/200705/pnr_ro_oficial_2.pdf 2. The National Strategy regarding prevention and fight against corruption within the vulnerable sectors and the local public administration (2008-2010) – coordinated by Ministry of Interior and Administrative Reform
http://www.mai.gov.ro/Documente/Transparenta%20decizionala/SNA%20sectoare%20vulnerabile%20si%20administratia%20locala%20().pdf – draft document
3. Central Government better regulation strategy 2008-2013 coordinated by General Secretariat of the Government
The Slovak Office of Standards, Metrology and Testing (SOSMT) is the coordinator of the state quality policy in the Slovak Republic. The main strategic quality policy document is the National Quality Programme of the Slovak Republic for years of 2004-2008 with specific objectives and activities. The new programme will be launched at the end of 2008 for years of 2009 – 2013.
The document is approved by the Slovak Government and consists of priorities and strategic objectives that are set by the Council of the National Quality Programme members. Each member prepares annual plans and evaluates meeting of the objective at the end of each year. The final evaluation is annually submitted in a form of information to the government.
SOSMT is the reporting bodies between members of the Council and the Government.
SOSMT was managing the project Implementation of the CAF Model into public administration from 2003 till 2006. At the same time SOSMT implemented several times the CAF Model in own organisation in order to improve own internal functioning.
SOSMT launched a new project this year - Support of Quality Models´ Implementation in Public Administration Organisations 2008. Public administrations have a possibility to choose from two quality models they wish to implement:
EFQM Excellence Model
and CAF Model.
The National Quality Programme, 1993
Reform Programme for Achieving the Lisbon Strategy Goals (2005)
E-Government Strategy of the Republic of Slovenia for the period 2006 to 2010 (2006)
Programme of Measures for Reduction of Administrative Burdens
Quality Plan in the Central Government Administration (1999)
General framework for quality improvement in Central Government Administration (2005)
Charter of the Spanish Agency for the Evaluation of Public Policies and Quality of Services
Description of all documents listed is available in the matrix; within this analysis document General framework for quality improvement in Central Government Administration (2005) is presented in detail.
In the past, QM strategy for PA in Spain was a self-dependent strategy but currently is a part of a broader strategy for the improvement of public services.
The enablers for QM strategy implementation in Central Government Administration are the Ministry of Public Administration and the Spanish Agency for the Evaluation of Public Policies and Quality of Services.
The reporting and monitoring of the development is made by means of the reports issued by the Observatory for the Quality of Public Services, as a part of the Spanish Agency for the Evaluation of Public Policies and Quality of Services.
Generally in delivering quality in administration Public Services aim to demonstrate value for money and also to prove their worth, especially in making a measurable impact on their community. Focus on quality management continues therefore for all public sector services in the UK. A range of initiatives and requirements built up over a number of years support the overall approach:
External inspections and audits by government agencies such as the Audit Commission, OFSTED, the Further and Higher Education funding councils;
Capability Reviews across government departments
Measures of service effectiveness used to produce 'league tables';
Market testing of public sector services;
Quality and Value for Money initiatives such as Charter Mark and Best Value and, most recently, Customer Service Excellence.
Following LL related to strategies, strategic documents and initiatives were communicated:
Drives/enablers for QM strategy implementation in Cyprus are:
The positive attitude of top management (Leadership)of the Ministry of Finance towards QM
Effort should be made to increase the number of CAF users and gain “small wins”
The capacity of the PAPD in terms of human resources devoted to QM should be enhanced
Quality Management issues should be decentralised
The lessons learned are that centralised action to emphasise the importance of quality management is needed but an important part of the success is also networking and the possibility of the organisations to learn form each others quality strategies.
The strategies have to map all of the components of the Governmental Programme in order to make the coherent and thorough implementing of the governmental goals possible.
The different strategies should be consistent with each other and integrated in order to make public administrations increasingly responsive to the needs of the citizens, businesses and the local community.
The limited evolution and development of quality management activities shows that strategical aims to “improve overall quality of the public administration” do not necessarily result in quality policies and implementation of quality management systems in public institutions. Without specific aims and quality polcies that give some “tools” in the hand of public administrations, quality management is just a “vision”
Importance of cross ministerial committees reporting to the Government Council
A successful drive for change at a service-wide level must combine top-down direction with line management initiative. Line managers must be made to feel accountable for results in their field of operations. But they must also feel empowered to tailor change initiatives to their unit’s circumstances.
The running time for the current strategy and initiatives is not enough to allow their extensive evaluation. For the time being, some lessons learned may be stated in advance:
It is necessary an on going-support in order to bring QM approaches into fruition.
The monitoring of the results of the implementation of quality programs has to be performed systematically. These results must be combined to improve quality of services.
For the implementation of quality programs, the administrative units should be provided with methodological guidelines, and suitable models and tools, adjusted to their size, kind of activities and organisational maturity level.
The Spanish Agency for the Evaluation of Public Policies and Quality of Services, after its first year of operation, takes shape as a project aiming to contribute to good governance. It embraces a joint approach for two views of the public management: the macro view (the policies) and the micro view (the quality of services provided by the public organisations.